On March 13, the "50 People Forum on Cement Economy" sponsored by China Cement Network was held in Hangzhou, Zhejiang Province. Kuang Hong, executive vice president and Secretary-General of
Shanghai Cement Association, believes that the rigid production capacity of the industry should learn from Shandong and the staggered peak production should learn from Northeast China.
According to Kuang Hong, some cement enterprises lost a lot of market share in Shanghai after the sharp adjustment of cement prices along the Yangtze River in the fourth quarter of last year. Judging from the situation in Shanghai, leading enterprises should play a leading role, while relevant enterprises should keep up with it in order to stabilize the market situation.
In view of the industry situation, Kuang Hong put forward two suggestions.
First, the industry should adhere to unity, mutual understanding and self-discipline. In the market, enterprises still have to rely on themselves, and unity of mind must be able to play a role. Specifically, 1, after determining the plan, there should be a team to check and regularly watch the meeting; 2, at the same time, there should be reward and punishment measures, rigid peak staggering; 3, peers should also change the key, talk about share management, not absolute sales volume; 4, in addition, the necessary market competition is also needed.
Second, the upstream and downstream industrial chains should be coordinated, coordinated and win-win. There are only four large cement market demanders in Shanghai, accounting for more than 75% of the total demand. It will be more advantageous if cement enterprises and downstream enterprises can form a regular communication mechanism. In addition, the cement industry should not adjust prices frequently because downstream users need time for price transmission. In addition, there are a large number of transit enterprises in Shanghai. If these transit enterprises are ignored in the market competition and cooperation, it will be very difficult.
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